Commerce 4KF3 Winter 2012 Assignment 1 Group Case Study ————————————————- Source: 4KF3 Courseware Case:The Toronto Sun and Caribana Course Value:15% Submission Instructions: Not to exceed 6 pages including attachments. PART A (25 marks) Answer the following questions with your group. Try to limit answers to the space provided. Point form is acceptable but answers must convey a complete thought where required. Questions 1. What is the objective of the project? Why is the project important? (3 marks)
ObjectiveTo organize Toronto Sun’s involvement at the Caribana Festival through (1) designing and deployment of a parade float, (2) recruitment and management of volunteers, (3) hiring of entertainment and production other materials such as giveaways before August 2, 2008 (within 57 days); and management of parade day tasks on August 2.
At a cost not to exceed $400 cash in addition to contra advertisements. ImportanceTo exhibit Toronto Sun’s presence during the festival as a Major Sponsor; as well as since sponsorship was already paid for and other major sponsors had a float. | 2.
What are the major issues (constraints) that Morrison is dealing with? (6 marks) a) Time Constraint: Project must be complete by August 2, 2008 Parade Day (Less than 2 months) b) Cost Constraint: (low cash budget of $400 and contra advertisements only) c) Scope Constraint: Project contains multiple deliverables and major milestones, largely dependent on the availability of many stakeholders.
| 3. Identify several stakeholders who have an interest in this project and indicate whether they are internal or external stakeholders. Denote most important stakeholders with asterisk (*). (5 marks) Stakeholder| Internal/External| Samantha Morrison| * Internal| * Larissa Presso| * Internal| Promotions & Public Relations Department | Internal| Human Resources| Internal| Legal Team| Internal| Design Team| Internal| Volunteers| Internal| Mark Print, VP of Advertising| Internal| * Festival Management Committee (FMC)| * External| Entertainer (live band, radio DJ, or music pre-recorder)| External| Float Driver| External| Newspaper Advertising Partners| External| Custom Press| External| Float Contractor| External| Other Approved Vendors from Advertising department| External| Festival Attendees, Public and Toronto Sun Readers| External| . How would you describe Morrison (skills, personality, etc. )? Analyze Morrison’s potential as a project manager. (6 marks) In terms of skills, Morrison has displayed effective time management and organization by managing multiple projects at the same time. Her cross-functional work experience has allowed her to build on those skills and develop strong coordination and communication skills. Her request to review her strategy with her manager shows that she has the discipline to understand that project success requires the cooperation of key stakeholders.
This shows that her potential as a good project manager is strong as she is able to communicate with others in the organization. She is also able to prioritize as she sees the long term and short term objectives of the project, and understands the risks of missing deadlines. Although she has identified all the objectives that need to be met in order to accomplish the project on time, she feels that the time she has to operate is insufficient; possibly showing a lack of confidence in her implementation abilities.
From her past experience, she may be subject to micromanaging, which could result in her losing broad vision. | 5. Based on the information in the case, can you determine what kind of organization structure the Toronto Sun has? What impact do you think this will have on this project? (5 marks) Toronto Sun exhibits a functional organization structure. The project manager is an expert in her field within the Promotions Department, but coordinates tasks across multiple functional units (such as Design, Human Resources, Legal, etc. ), as opposed to having a team to directly manage.
The impact of such as structure on this project is two folds: advantageous or disadvantageous. Some of the advantages are that there are no major changes within the organization required in terms of functional structure. This structure allows for flexibility to use staff from different functional units who have in-depth expertise in their field. Finally, post project transition is smooth as she will go back to her job once the project is finished. On the other hand, the project may take longer, which is attributed to the slow response time of normal management channels.
There’s a lack of focus and poor integration from other departments whose priorities are determined differently. For example, having a designer on the team and Samantha having the final say would have saved days of wait and potential rework of a design. | PART B (75 marks) Develop a project timeline based on the information provided in this case. This may be done manually or using MS Project. To do this you need to: 1. Identify the milestones, major activity streams and activities (approx. 45 to 55). 2. Determine the precedence of activities. 3. Determine how long each activity will take.
Use activity PERT calculations if necessary. 4. Develop the project network. Use the following table format to list the activities: (25 marks) Task ID| Name| Duration| Predecessors| 1| Caribana Parade Project| 58. 13 days? | | 2| Design Float| 22. 91 days| | 3| Planning| 20. 38 days| | 4| Go to research centre | 2 hrs| | 5| Prepare Timeline and Task Schedule | 4 hrs| 4| 6| Meeting with Presso | 2 hrs| 5| 7| Speak with FMC Representative | 1 hr| 6| 8| Review previous floats and brainstorm | 2 hrs| 7| 9| Define Selection Criteria | 4 hrs| 7| 0| Meet with the design department | 2 hrs| 7| 11| Design: Initial Draft Ready | 5 days| 10| 12| Review & Return Draft Design | 1 day| 11| 13| Final Design Ready | 1 day| 12| 14| Final Design Reviewed | 1 day| 13FS+6 days| 15| Approval from Presso | 5 days| 14| 16| Construction| 21. 28 days| | 17| Obtain List of approved vendors from Ad Dept. | 4 hrs| 8,9| 18| Call contractors on info about their services | 3 hrs| 17| 19| Rate and choose contractors| 2 hrs| 18| 20| Send design to float contractor to begin construction | 0. 5 hrs| 15| 21| Purchase of Decorations & Aesthetic Elements | 0. 5 days| 15| 22| Contractor to Purchase Construction Material | 0. 5 days| 20| 23| Prepare major pieces to be assembled| 2 days| 22| 24| Driver| 0. 5 days| | 25| Rent flatbed & Hire Driver | 0. 5 days| 19| 26| Volunteer Management| 39. 88 days? | | 27| T-Shirt Design & Production| 34. 25 days| | 28| Design Work| 12. 38 days| | 29| Send Request to Design Team outlining needs| 2 hrs| 10| 30| Wait for Design Ideas from Design Team| 8 days| 29FS+4 days| 31| Receive Design Ideas| 1 hr| 30|
Task ID| Name| Duration| Predecessors| 32| Consult Presso & VP of Advertising (Final Approval)| 0. 5 days| 29FS+4 days| 33| Obtain T-shirts Preferred Sizes| 2 days| 39FS+1 day| 34| Place order with Custom Press| 0. 5 days| 32,33| 35| T-Shirt Printing (Custom Press) | 1 day| 33FS+6 days, 34| 36| Ship T-Shirts | 2 days| 35FS+1 day| 37| Volunteer Recruitment| 39. 88 days? | | 38| Recruit Volunteers (Send RSVP to Staff, Family and Friends – Confirm count) | 21 days| 10| 39| Get final list of volunteers | 2 hrs| 38| 0| Volunteer Safety Waiver Forms| 38. 88 days? | | 41| Contact HR | 1 day| 10FS+1 day| 42| Legal to Review forms | 1 day| 41FS+13 days| 43| Receive forms from HR (Inter-Office Mail)| 1 day| 42| 44| Request and Receive funds from Presso and Mail Safety Waiver Forms | 1 day| 43| 45| Keep track of undeliverable/returned mail | 1 day? | 44| 46| Volunteer Kits (Approach Newspaper’s ads partners) | 3 days| 39| 47| Entertainment and Other Materials| 37. 75 days| | 48| Entertainment| 33. 75 days| | 9| Brainstorm Entertainment Ideas | 3 days| 15FS+4 days| 50| Contacting potential entertainers | 14 days| 49FS+14 days| 51| Meeting with Presso (re: entertainers selections) | 2 hrs| 50FS+2 days| 52| Confirm availability of entertainers and sign contact | 0. 5 days| 51| 53| Other Materials| 21 days| | 54| Obtaining crowd giveaways | 14 days| 15FS+7 days| 55| Request and Receive advertising banners | 10 days| 15| 56| Parade Day Tasks| 1 day| 2,26,47| 57| Coordinate final assembly and construction of float| 2 hrs| 23, 25,52| 58| Decorate float | 45 mins| 57| 59| Checking with FMC | 0. 25 hrs| 58| 60| Meeting with all volunteers | 0. 3 days| 59| 61| obtain outstanding signatures( Safety Waiver)| 0. 5 hrs| 45,59| 62| distribute the volunteer kits | 0. 25 hrs| 61| 63| secure Giveaways and split into several containers | 0. 5 hrs| 61| 64| store volunteers’ carry-on items in safe place| 0. 5 hrs| 61| 65| Manage volunteers, entertainment and truck driver | 1 hr| 64,62,63| LEGEND Milestones| | Major Activities| | Network Diagram (25 marks) If needed you may draw by hand or use different software and attach the diagram to the assignment. See Attachment Questions 6. What is the project start date? What is the most likely project end date?
Can the float be completed on time? (20 marks) Project Start Date is Thursday, June 05, 2008. Project Latest Finish Date is: August 6, 2008. However, we do believe that the float could be completed on time since this is the worst case scenario assessment accounted for. As outlined below, a few activities within the Critical Path can be better controlled, thus reducing lag time. For example, limiting Morrison’s ID49: Brainstorming Entertainment Ideas to a maximum of 3 days (thus saving 4 days) will ensure that the project is completed on time. | 7. What will be Morrison’s largest challenges and potential problems?
How can these be overcome? (5 marks) The main issue starts with the potential delays, of up to 7 business days, in redrafting the design (ID14: Final Design Reviewed). In addition, ID15: Approval from Presso is a Burst Activity within the start of a Critical path. Other challenges stem from a number of activities, within the critical path, which have large variation in lag time:-ID 49: Brainstorm Entertainment Ideas: 3 – 7 days (lag: 4 days)-ID 50: Contacting Potential Entertainers 2 – 4 weeks (lag: 10 business days)-ID 54: Obtaining Crowd Giveaways 2 – 3 weeks (lag: 5 business days)These 3 tasks alone account for 19 days of lag time.
Controlling and subtracting those 19 days would set the project finish date well before the 5PM, August 1, 2008 deadline. Spending less time on those 3 activities would still deliver acceptable results. Morrison should potentially sacrifice the quality of those 3 activities in order to gain time. She should keep focus on the project objective: to enable Toronto Sun to have a presence at the Caribana Festival. |
Cite this The Toronto Sun and Caribana Ivey Case
The Toronto Sun and Caribana Ivey Case. (2016, Nov 28). Retrieved from https://graduateway.com/the-toronto-sun-and-caribana-ivey-case/